HSM 541 WEEK 8 FINAL EXAM QUESTIONS AND 100% CORRECT ANSWERS/ HSM 541 WEEK 8 FINAL EXAM QUESTIONS AND 100% CORRECT ANSWERS – EXPERT FEEDBACK
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Course
HSM 541
Institution
HSM 541
HSM 541 WEEK 8 FINAL EXAM QUESTIONS
AND 100% CORRECT ANSWERS/ HSM 541 WEEK 8
FINAL EXAM QUESTIONS AND 100%
CORRECT ANSWERS – EXPERT FEEDBACK
1. (TCO A). You are the newly hired chief knowledge officer (CKO) for a mid-sized hospital in a semiurban area of
the country. Your first task is...
HSM 541 WEEK 8 FINAL EXAM 2022-2023 QUESTIONS
AND 100% CORRECT ANSWERS/ HSM 541 WEEK 8
FINAL EXAM 2022-2023 QUESTIONS AND 100%
CORRECT ANSWERS – EXPERT FEEDBACK
1. (TCO A). You are the newly hired chief knowledge officer (CKO) for a mid-sized hospital in a semiurban area of
the country. Your first task is to develop the organization's strategic plan that will shape the development of a
comprehensive network of services for their community.
The organization provides the usual array of inpatient services expected in a moderate-sized community
hospital. A local nursing home and retirement community is for sale, and the organization is considering
the purchase of that agency. Several physician practices are also interested in alliances with the hospital.
There is a local county health department that provides some clinic services, primarily for the uninsured.
You've been asked to give a presentation to the board of directors on options to restructure the local
delivery of healthcare services. The hospital's president has asked you to focus your presentation on the
common elements a comprehensive delivery system attempts to accomplish and to highlight innovative
methods of restructuring. The presentation will lay out the requirements of an integrated healthcare
delivery system. (Points : 25)
breakthrough results in the design process and make the most of one of the large
capital investments. Designing a new ly integrated healthcare delivery system
requires time, planning and lots of brainstorming. IFD includes representatives from
the core services: internal medicine, physicians, lab, radiology and pharmacy in the
planning and implementation. The process also includes facilities personnel, as w ell
as patients and architects. The IFD approach in w orking w ith patients, physicians,
design teams, management, staff and partners has made an indelible impact.
Innovations in the creation of patient value expand the scope from the core clinical
processes to consider a w ide array of issues, including patient preferences,
technological possibilities, financial arrangements and integrated patient journeys.
One example could be the follow ing: Standardizing rooms can result in less patient
w aiting and less w asted provider care time. By know ing how many of each item
should be in the exam room every day, organizations can centralize inventory,
restocking and ordering medical supplies through a facilities department. Another
example is that a clinic can have plans to open a new location. If an original plan is
based on 45,000 square feet. Through the IFD design process this could be draw n
out dow n to maybe 35,000 square feet, w ith ability to save more than a $1 million in
costs and have almost the same plan as the original. Not in terms of lots, but in terms
of space saving for other not needed things.
Question 2. 2. (TCO B). You are the newly hired Vice President of Human Resources for the Bayside Regional
Health System. You have the responsibility for all of the usual human resources functions, including retention plans,
the training and development function, and the recruitment process. In addition, you have the additional
departments of volunteers and the hospital chaplaincy services.
1
, You've identified a number of serious organizational issues. Turnover is high, there are many job
vacancies, and a very high number of positions are considered hard-to-fill positions because of national
workforce shortages. There are also a very high number of EEOC complaints over the past 5 years for an
organization of this size. Employees were blunt in their criticisms of the organization and its management
in an employee survey conducted just prior to your arrival.
The board of directors and the president know that they have serious human resource issues. They
understand that management practices have to change in order to compete in the local healthcare
market as an employer-of-choice. As in any healthcare organization, fiscal resources are limited, but the
board is firmly committed to investing in a well developed human resources plan that will decrease the
turnover and stem the ever-growing turnover and vacancy rates. The president has asked you to attend
the next board of directors meeting to share your plan for addressing these serious issues. What will you
2
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